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The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.

Peter Drucker

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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Manager
Managers
Professional
Jobs
Change
Work
Like
People
Strengths

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As to the idea that advertising motivates people, remember the Edsel.
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A success that has outlived its usefulness may, in the end, be more damaging than failure.
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If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.
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What we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady and continuous.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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If you have too many problems, maybe you should get out of business. There is no law that says a company must last forever.
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The better a man is the more mistakes will he make – for the more new things he will try.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.
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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
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Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.
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No one has ever failed to find the facts they are looking for.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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To arrive at the definition of the problem he must begin by finding the 'critical factor'. This is the element (or elements) in the situation that has to be changed before anything else can be changed, moved, acted upon.
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The large organization has to learn to innovate, or it won't survive.
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The best plan is only a plan... unless it degerates into work.
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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